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Dollar affects profits<br />

Since 2002, the US dollar has weakened by a full 30 percent against<br />

the Euro and the Canadian dollar. Naturally, currency fluctuations of<br />

this order have a major impact on the competitiveness of countries and<br />

companies alike.<br />

■ Theoretically, a weaker US dollar should lead to shifts in prices<br />

and costs, compared to e.g. Europe, by the same magnitude as<br />

the currency change. Subsequently, the effect of this ought to be<br />

increased exports from and decreased imports to the US.<br />

How does this affect our customers? Forestry industry players often<br />

have production costs in one currency and sales in another. Forest<br />

industry products are generally traded between regions in US<br />

dollars. A full 30 percent of world trade in paper and board is<br />

transnational, so the impact of currency fluctuations is considerable.<br />

THE MAJOR NET EXPORT COUNTRIES, that is, Canada, Finland,<br />

and Sweden are most affected. For Canada, the world’s largest<br />

forestry product exporter, the currency fluctuation has presented<br />

a considerable disadvantage and is a strong contributory factor<br />

to the extensive closures of recent years. This is one of the<br />

largest economic factors affecting Europe as well, where export<br />

represents 10 percent of production capacity, corresponding to<br />

11 metric tons. The larger part of this comes from Finland and<br />

Sweden.<br />

Most paper and pulp products can be considered commodities,<br />

so currency fluctuations have a more direct effect on profitability<br />

than for specialized products. The mature markets of<br />

North America and Europe exhibit excess paper capacity and<br />

weak or declining demand for several grades.<br />

So despite its favorable currency position, due to declining demand<br />

and an under-invested industry, the US has not been able<br />

to take advantage of the situation. Instead, the excess capacity<br />

and increased costs of input goods of recent years have led to<br />

closures at a rate never before seen.<br />

Europe has also seen closures, which would normally give rise<br />

to a better balance between supply and demand, thereby allowing<br />

price increases. This expectation has, however, not been realized,<br />

not least due to the strong Euro, which led to reduced export<br />

opportunities, and by persistent excess capacity. If the current<br />

dollar-euro exchange rate holds, Europe will need to further<br />

rationalize the industry if it is to attain reasonable profitability.<br />

FOR PULP PRODUCERS, the reduced availability and increased<br />

cost of raw materials, together with other increased costs, has<br />

caused a dramatic rise in production costs. Since the dollar started<br />

weakening in 2002, the price of bleached long-fiber pulp has<br />

increased by an average of 46 percent while bleached short-fiber<br />

pulp has increased by 40 percent. For pulp exporters outside the<br />

US, however, most of this gain has been countered by the weak-<br />

BUSINESS<br />

$<br />

A full 30 percent of world trade in paper and board is transnational,<br />

so the impact of currency fluctuations is considerable.<br />

er dollar. Canada in particular is very hard hit by the low US dollar<br />

exchange rate.<br />

CURRENCY FLUCTUATIONS are often overlooked <strong>when</strong> describing<br />

the forest industry’s situation, despite being one of the key factors<br />

influencing the industry’s, and consequently our, profitability.<br />

PricewaterhouseCooper’s latest forest industry report shows<br />

the average return on working capital for the world’s 100 largest<br />

forestry companies to be no more than 5.1 percent for 2006. A<br />

generally accepted goal within the industry is a return of 10-12<br />

percent. The report also ranks the depreciation<br />

of the US dollar highest in its list of the<br />

economic factors behind the forestry industry’s<br />

prolonged profitability problems.<br />

Lene Schack<br />

Head of Eka<br />

Business Intelligence<br />

ekaecho | # 4 2007 9

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